urban development

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urban development
RIGHT ON
THE RAILS
INNOVATIVE
URBAN DEVELOPMENT
ateliers henry dougier
© Jean-Pierre Porcher
“URBAN PLANNING AND PUBLIC
TRANSPORT COMPLEMENT EACH OTHER;
TRANSPORT THRIVES IN CITIES,
AND CITIES THRIVE WITH TRANSPORT.”
EDITORIALS
OUR PROJECTS
02. G
uillaume Pepy
03. Jacques Rapoport
04. B
enoît Quignon
06. Cotentin-Falguière block of flats 09. Campus Rimbaud
13. Rennes Technicentre
P. 16
P. 35
KNOW-HOW &
METHODOLOGY
THE FULTON BLOCK:
AN ARTISTIC INNOVATION
17. One property, a multitude of skills 18. Maintenance goes digital
21. The ‘Petite Ceinture’ grows up
24. Immo Futures
25. Interview with Philippe Fosset
27. Reinventing Paris: ICF Habitat’s
winning project
28. Saussure-Pont Cardinet neighbourhood:
32. Chapelle International
33. I’ll huff and I’ll puff and I’ll blow your
house down
01
37. 3 questions for Medhi Ben Cheick
39. Before / After
43. The ephemeral t the service
of urban transformation
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P. 05
CONTENTS
P. 02
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EDITORIAL
Guillaume
Pepy,
Chairman
of the Board
of Directors
and Chairman
and Managing
Director of
SNCF Mobilités
02
SNCF is one of the leading property owners in France,
with real estate assets built up over more than 150 years.
With the creation of SNCF Immobilier (SNCF Real Estate)
on July 1, 2015, it was essential for the new public railway
group to have the real estate skills and know-how to
move the group forward in the future.
Amalgamating the management of all the components
of its land and real estate holdings (excluding passenger
railway stations) allows the SNCF group to advance and
efficiently capitalise on property that does not contribute
to our railway business. Many of the big urban
developments underway in Paris are carried out in
cooperation with SNCF on property recovered from
historical railway land. We wish to develop and extend
this approach on a national scale.
With our subsidiary, ICF Habitat, owner of 100,000
housing units, 90% of which are social housing,
SNCF Immobilier is one of the leading social housing
stakeholders in France, housing mainly people who are
not employed by SNCF (75%).
Real estate, one of our five businesses, has a rightful
place in the SNCF Group’s activities and areas of
expertise. Urban planning and public transport
complement each other; transport thrives in cities, and
cities thrive with transport.
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© @Patrick Lazic, SNCF Réseau
EDITORIAL
Jacques
Rapoport,
Vice Chairman
of the Board
of Directors
and Chairman
and Managing
Director of
SNCF Réseau
Over the years we have acquired recognised know-how
and expertise, particularly in restructuring complex
spaces where railway activity and urban projects coexist.
SNCF Immobilier’s mission, through its planning
subsidiary Espaces Ferroviaires, is to manage the process
from beginning to end: releasing the railway property,
project design, construction and marketing.
With our real estate development potential, particularly
in the big metropolises, we are tasked with becoming
one of the major stakeholders in current urban
transformations. Through SNCF Immobilier, SNCF wishes
to build a new partnership with communities, developers,
architects and promoters fully taking into account the
legitimate needs and interests of everyone.
“WE ARE TASKED WITH
BECOMING ONE OF THE MAJOR
STAKEHOLDERS IN CURRENT URBAN
TRANSFORMATIONS”
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© Droits réservés
EDITORIAL
Benoît
Quignon,
Chief Executive
Officer of
SNCF Immobilier
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With our railway land holdings we are realising a threefold
ambition: to invent new uses for and transform a
neighbourhood through outstanding developments; to
find housing solutions that promote social diversity; and
to modernise and optimise our industrial and service sites
or those used for social activities.
This means using our imagination and audacity with our
land and property holdings to clear unusual pieces of real
estate with our partners and open up new ways of
building sustainable cities. But it also means getting off
the beaten track, sharing, pooling resources, moving
forward together. In short, it means being adventurous.
The urgent question of energy transition has a strong
impact on SNCF Immobilier as a property owner and
manager. Transforming and renovating includes mastery
of resources and the use of new materials and
technologies to find solutions favouring biodiversity
which make living together easier.
It involves setting out on a new, green, ethical path. But
it is also a question of a collective and individual approach
– the driving force behind all SNCF Immobilier’s partners
in both their daily missions and in the big projects we are
developing. At every decision-making and operational
level of the company, we realise that with regard to
sustainable development, the key word is innovation.
OUR
PROJECTS
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OUR PROJECTS
COTENTIN-FALGUIÈRE BLOCK OF FLATS:
AN EXAMPLE
TO FOLLOW
Built in 1959, an eight storey building became, in the space of
two years, a European model for renovation and high energy
efficiency: the story of a metamorphosis.
06
At first sight the Cotentin-Falguière block of flats in the 15th district of
Paris has not undergone serious changes. The work carried out between
2012 and 2014 at a cost of 5.3 million euros, will, in fact, make a 75%
decrease in energy consumption possible. The 87 flats in this building
managed by ICF Habitat Novedis previously had under floor heating.
“The result was that the top floors were cold and the lower ones too hot.
The system was old and in poor condition and the occupants were
complaining about it. It was time to replace it and begin renovations,”
Olivier Slominski, manager of the project, remembers. This renovation
project was carried out within the framework of the European Beem-up
(Building Energy Efficiency for Massive Market Uptake) programme,
which aims to have construction stakeholders, researchers and
manufacturers collaborate to develop innovative and economical
solutions that can be reproduced to speed up energy-efficient renovation
in Europe. Three manufacturers were
involved in France, Sweden and the
“THIS RENOVATION
Netherlands respectively and they
received grants to successfully complete
PROJECT
the work. The objectives were to reduce
WAS CARRIED
consumption, put in place a long-term
quality approach, raise the renters’
OUT WITHIN
awareness, use innovative materials and
THE FRAME WORK
analyse the profitability of the project and
OF THE EUROPE
its potential for being replicated. To
achieve this the communal boilers were
AN BEEM-UP
replaced by condensing boilers and the
PROGRAMME”
under floor heating by radiators.
Innovative technical equipment was also
installed. Household water is now heated by a Biofluides Environnement®
E.R.S. (Energy Recycling System) that recovers the heat lost from
wastewater, particularly from showers, bathtubs, washing machines and
dishwashers, to preheat water for household use. If necessary, backup
can be provided independently by a boiler. Another innovation was the
installation in each flat of a multifunction URMET® videophone which,
among other things, monitors energy consumption (electrical, heating
and hot water). The occupants could take courses on how to make
optimal use of the new equipment – the different dustbins for selective
sorting, the tap aerator, consumption monitoring system, etc.
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NOT QUITE THE SAME, NOT QUITE DIFFERENT
In addition to the work done inside, the building envelope also got a
facelift. The outside insulation went from two centimetres to eighteen.
Following a thermal study, expanded polystyrene was chosen for
insulation. Thanks to the Beem-up programme a totally new product was
selected and installed on the balconies. Only five centimetres thick, it
provides highperformance thermal insulation. The roof was also rewaterproofed. Finally, ventilation is now provided through a mechanical
extraction system that allows humidity levels to be controlled. This
ensures the occupants of this building certified BBC (Bâtiment Basse
Consommation /low energy building) maximum temperature and energy
comfort. Feedback from the 82 households is planned in order to
encourage the renovation of other buildings. n
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A NEW ENVELOPE
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© Sébastien Godefroy
OUR PROJECTS
CAMPUS RIMBAUD:
EMINENTLY
LIVEABLE
WORKSPACES
‘Flexible, bright, convivial’ are the key words that guided
the choice of layout for the brand-new SNCF Immobilier head
office in Saint-Denis. A guided tour of these offices that are
reinventing the workplace.
09
“The company’s premises should reflect its DNA. We wanted to do this
at Campus Rimbaud, and our task was made easier because
SNCF Immobilier is a new entity. Moving into these offices gives us the
opportunity to create a community, a sense of belonging, and to
approach the layout like a management project,” states Frédéric Goupil
de Bouillé, SNCF Immobilier real estate management and optimisation
director. The top three floors of an office building designed by the
architect Jean-Paul Viguier were chosen for the offices. The building has
high thermal, sound and visual quality and Haute Qualité
Environnementale (high environmental quality) certification; a Very Good
BREEAM® (Building Research Establishment Environmental Assessment
Methodology) rating; and is classified as a BBC.
The 430 employees of SNCF Immobilier and the Direction des Centres
de Services Environnement de Travail (Services and work environment
centres department) moved into the 7,000 sq. m. premises at the end of
2015. Some essential ideas emerged from the analysis of the needs
expressed by the employees about the organisation of their workplace,
and from more general studies on the evolution of office use. Frédéric
Goupil de Bouillé sums them up: “We no longer come to the office
because everything we need for our work is there. We come to the office
to meet our colleagues and discuss ideas – today the occupation rate
of a workstation is 50 to 60%. The rest of the time employees are in
meetings or out of the office. Therefore our priority was to create open,
convivial spaces for discussion.” The result is that offices are made up of
open spaces with four workstations. Low cupboards beside them avoid
visual obstacles and reduce noise. The partitions for the few individual
offices and meeting rooms are for the most part made of glass to ensure
natural light and transparency.
“MOVING INTO THESE OFFICES GIVES US
THE OPPORTUNITY TO CREATE A COMMUNITY,
A SENSE OF BELONGING, AND TO APPROACH
THE LAYOUT LIKE A MANAGEMENT PROJECT”
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A SITE THAT LOOKS LIKE US
© Sébastien Godefroy
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Other meeting places are scattered here and there in the building with
tables surrounded by fabric ‘walls’ of varying heights. These green, black
or red alcoves designed for two, four or six people break up the layout
of the offices and add a very original touch – conviviality combined with
flexibility. Since the end of the 1990s the increase in laptops, then the
appearance of smartphones and tablets has encouraged employee
mobility. It doesn’t matter where they work as long as they are connected.
At Campus Rimbaud, therefore, some rooms are set aside for project
groups who have to work together over a certain time. At the request of
employees, shared offices have also been installed for people who work
from home part of the week. Flexi-offices that are not attributed to
specific people have also been made available.
The premises have been designed to adapt to present conditions
without losing sight of future changes. “Organisations are constantly
evolving. A layout cannot be based on an operating mode that is
dominant at a specific time. Today the majority of employees have their
own workstation but tomorrow desk sharing will be the preferred model.
The rigid system of closed offices is foreign to the new generation; they
need a modular environment conducive to exchanging ideas,” Frédéric
Goupil de Bouillé says.
This need has also been met by a very unusual 240 sq. m. room with a
200 sq. m. terrace: baptised ‘Chez Arthur’, a reference to the name of
the campus. It contains a kitchen, lounge, dining room and a library.
There is even a piano – some employees have formed a group and
practise there – and a billiard table: everything needed to encourage
discussion and conviviality.
The employees are delighted with it all. They say they like the layout and
how bright and quiet the premises are. “In an 18 metre section, each
employee has the right to 13.5 sq. m., a very good ratio so that they feel
neither crowded nor suffocated,” the real estate management and
optimisation manager points out.
Campus Rimbaud has thus met the employees’ specifications; and the
icing on the cake: they have an unrestricted view of the north of Paris.
It’s enough to make one want to go to work.
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SPACE AND LIGHT
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RENNES TECHNICENTRE:
THE FIRST OF MANY
INNOVATIONS
The brand-new Rennes technical centre in Saint-Jacques
de la Lande, was opened in January 2015: a major change
for the 350 employees who work at the centre specialising
in brakes. Interview with Philippe Delaveau, manager
of the Industrial Real Estate Division.
13
Philippe Delaveau: The centre is innovative for its users in particular,
as the production process has been completely rethought. The old
buildings in the centre of Rennes were more than eighty years old and
were no longer suitable. This resulted in multiple operating problems
and maintenance was becoming increasingly difficult. Before moving to
the new site, preliminary industrial optimisation studies were carried out
by our equipment unit. Our main requirement was to group all the
processes together in a single building which would be much more
efficient from both an industrial and a real estate point of view. In short,
we left a 17 acre site, 40,000 sq. m of which was developed with 27
buildings for an eight and a half acre developed site with a single
building on 19,000 sq. m. Moreover, it is the first plant not connected to
the railway system. The centre in Rennes specialises in brakes, so,
contrary to the centres specialised in rolling stock, it does not need to
be close to the railway. This seems obvious but it is a real break with
railway culture. Another change is that we are only renting a fairly
standard building that meets our needs.”
“OUR MAIN REQUIREMENT WAS TO GROUP
ALL THE PROCESSES TOGETHER IN A SINGLE
BUILDING WHICH WOULD BE MUCH MORE
EFFICIENT FROM BOTH AN INDUSTRIAL
AND A REAL ESTATE POINT OF VIEW“
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IN WHAT WAY IS THE RENNES
TECHNICAL CENTRE INNOVATIVE?
Philippe Delaveau: In January 2016, a year after opening, we estimated
a 13% increase in industrial efficiency. Production costs have decreased
and the number of items leaving the plant has increased. These figures
are all the more encouraging as we were in our shakedown year. From
the real estate point of view, reducing and modernising our space led
to energy savings of about 40% and a 50% decrease in maintenance
expenses. In addition, on a long-term basis, a new building reduces risk
exposure with regard to various regulations (waste management, fire
safety, decontamination etc.). Sustainable development systems have
also been installed – water for sanitation purposes heated by solar
energy, rainwater recovery and an air/water heat exchanger between
the compressors and the heating system.
OTHER PLANTS WILL BE OPENED BETWEEN NOW
AND 2019. WILL THEY BE EVEN MORE INNOVATIVE
THAN THE ONE IN RENNES?
Philippe Delaveau: The Rennes technical centre is a pilot project. The
Equipment Department will carry out optimisation studies of its
processes in all the industrial technical centres – there are ten in France
– and three other facilities similar to Rennes will be developed, in
Vénissieux, Hellemmes and Romilly-sur-Seine. Our objective in
Vénissieux, is to create a second version going much further with
sustainable development and connectivity. For example, we are going
to work on recovering the energy used for testing engines to heat the
building. We are also focusing on improving working conditions for
employees with balanced airflow. Finally, we wish to develop objectoriented programmes to make interactivity between the building and
industrial production possible. This will allow us to gather information
on the life of the building and better manage our buildings. The
Vernissieux technical centre will be a laboratory. Our goal is for it to gain
industrial and operational excellence certification.
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HAVE YOU MEASURED
THE INCREASE IN EFFICIENCY?
KNOW-HOW &
METHODOLOGY
KNOW-HOW AND METHODOLOGY
ONE PROPERTY,
A MULTITUDE OF SKILLS
SNCF Immobilier and its subsidiaries Espaces Ferroviaires, S2FIT
and ICF Habitat, combine all the skills necessary for developing a
site, from clearing the property or land to managing a newly built
block of flats. The different steps include:
master plan managed by SNCF Immobilier to establish possible optimisation
A
of property and land that can be freed up for new urban use.
nce it has been confirmed that the site is not useful for railway use,
O
SNCF Immobilier, in agreement with the local authorities, works on developing
the site which can either be unoccupied (wasteland) or still occupied by the
business or facilities. Studies are carried out on the infrastructures and the
technical facilities or equipment to be moved (railway lines for example) and
financial analysis of work has to be done.
NCF Immobilier has several project structuring options at its disposal,
S
depending on the project, the programme and the stakeholders: they may
look for a buyer, the first of which would be the local authority; the site could
be developed by Espaces Ferroviaires, a subsidiary of SNCF Immobilier; a
block of flats could be built by ICF Habitat (for social housing) as a joint
development project or it can be developed by a buyer.
nce the structure of the project has been defined, the land is cleared of
O
technical facilities – the most common situation. In some cases the activity on
the site has to be moved and re-established elsewhere. SNCF Réseau is
responsible for the preliminary studies and the work. “This stage can take time
– generally 18 months – because due to the complexity of the work to be
carried out, several specialised trades have to be involved. In AquitainePoitou-Charente, we innovated by putting in place a special office to
coordinate all the work, arbitrate on priorities and manage the different
components of infrastructures. This resulted in significant time savings and
increased reliability for the buyers”, explains Jérôme Marlier, southwestern
region real estate manager.
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KNOW-HOW AND METHODOLOGY
MAINTENANCE GOES
DIGITAL
With a property portfolio of 35,000 buildings, SNCF Immobilier
has launched a big data optimisation campaign, making
data available upon application. This will improve management
of their properties and of energy transition, a major
preoccupation of the Group.
18
that the data for the 35,000 buildings in the SNCF Immobilier property
portfolio was scattered and difficult to use. Thus the idea arose to
create a health record for each building noting its surface, general state,
energy consumption, market price and maintenance costs. “With this
tool, we wanted to develop avenues for optimisation and, armed with
the information it provided, decide on the future of the property,
whether to demolish or renovate it,” Frédéric Goupil de Bouillé,
SNCF Immobilier real estate management and optimisation director,
explains. A book of specifications was created to draw up a health record
prototype. The initial idea was to create Word documents but this was
quickly abandoned in favour of creating a multimedia website.
Brainstorming sessions were organised with maintenance managers on
how to best meet users’ needs and, since the end of October 2015, the
west and southwest IT departments have been testing the application
in the field. Feedback is being provided and will contribute to the
specifications book for the digital application between now and the end
of 2016. The application will work without an Internet connection and
data collected in the field by portfolio managers or received directly
from connected objects in our buildings (real-time consumption for
example) can be added. This will make it much easier to rate the
buildings. “Today we have a low-tech approach to the application –
information about geographic localisation, fluid consumption and about
the occupants is imported from a multitude of different databases. Our
objective is to automate these processes,” Christophe Borde, assistant
information systems manager at SNCF Immobilier says. Frédéric Goupil
de Bouillé agrees: “The data on 33,800 buildings has already been
entered but to carry out innovative maintenance we must be able to
target our requests precisely – for example, identify high-energy
consuming buildings and propose alternatives. It is also a way of raising
the occupants’ awareness of their energy consumption and how they
can reduce it.”
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KNOW-HOW AND METHODOLOGY
THE INITIAL ANALYSIS WAS
The digital health record is a particularly efficient tool for reducing
energy costs - one of the main problems of the Group, which has put
other mechanisms in place in this area. In partnership with different
contractors responsible for carrying out the work, it is conducting an
experiment on four particularly high-energy consuming industrial plants.
The objective is to save 20% on fluids and make a return on investment
in less than five years. “The idea is to put in place a system that will allow
us to measure the savings made and pinpoint anomalies in electricity
and heat consumption,” Jerome Piechowiak, manager of the technical
optimisation and management department, states.
Methods used will include replacing technical equipment, increasing
use of renewable energy (photovoltaic, wood, etc.) and optimising the
efficiency of equipment through technological solutions developed with
DigitalSNCF and a subsidiary of GDF Suez. “Today, we are at the
experimental stage with these methods and are waiting to apply them
across the board. Other examples include Mobil’immo, a tool available
on tablets, which will allow us to instantly monitor maintenance services
when in the field, update inventories more quickly, notify of the
installation of new equipment etc.,” Jérôme Piechowiak adds. There
is a plethora of tools to support analysis and improve information
sharing.
“THE APPLICATION WILL WORK WITHOUT AN
INTERNET CONNECTION AND DATA COLLECTED
IN THE FIELD BY PORTFOLIO MANAGERS
OR RECEIVED DIRECTLY FROM CONNECTED
OBJECTS IN OUR BUILDINGS CAN BE ADDED.”
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KNOW-HOW AND METHODOLOGY
TOWARDS ENERGY TRANSITION
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© APUR
KNOW-HOW AND METHODOLOGY
THE ‘PETITE
CEINTURE’
GROWS UP
This 32 km railway passes through nine districts of Paris.
Parisians know the Petite Ceinture by name but few of them
have travelled on it since it has been closed to the public
for a long time. An agreement between the city of Paris
and SNCF will open a large part of it to the public.
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PARISIANS KNOW IT BY NAME
© APUR
A few fortunate people have had a meal or a glass of wine near it in
abandoned stations that have been converted into restaurants. Few are
aware of its history. The Petite Ceinture, a 32 km stretch of railway
encircling the capital inside the boulevard des Maréchaux, was built at
the end of the 19th century to connect Paris railway stations. In 1934,
because of competition from the Metro, it was closed to passengers and
a few years later to goods traffic except for a few stretches that were still
in use (the north section). Apart from the western stretch (between
Auteuil and la Muette and the Pereire section) the rest is still the property
of the national railway network.
In 1999 the Paris City Hall set up a research committee to consider the
future of the Petite Ceinture. The municipal team’s idea is to bring the
site back to life for Parisians through different types of developments.
A charter was drawn up recording its main characteristics, its historical
value and in particular its evolution – in the south certain parts of it have
become a pedestrian zone; in other places its abandoned easements
have been taken over by flora and fauna.
In 2006 the City of Paris and RFF (now SNCF Réseau) signed a five-year
agreement designed to propose a variety of uses, render the easements
attractive and allow some stretches to be opened to the public. Different
sections were then developed by agreement, in particular pedestrian
walks in the 16th, 12th and 15th districts.
22
Between 2011 and 2013 studies and public meetings were carried out
simultaneously in order to develop a vision for the future uses of the
Petite Ceinture. Several important principles emerged – the ability to
change the facilities, maintaining the continuity of the line, highlighting
it as a heritage site with a variety of uses
(sport, agriculture, culture, meeting place),
“THE OBJECTIVE
opening it up to the public. In 2015
WAS TO OPEN UP
the City of Paris, SNCF Réseau and
SNCF Mobilités signed a new framework
THE SECTIONS
agreement. The objective was to open up
OF THE PETITE
the sections of the Petite Ceinture that
were of no use to the railway system and
CEINTURE THAT
transform them little by little into public
WERE OF NO USE
spaces while preserving the landscape
and the architectural and natural aspects.
TO THE RAILWAY
“The focus will remain on the railway with
SYSTEM AND
the addition of other uses for the benefit
of the city – a pedestrian walk for example.
TRANSFORM THEM
Consultants to the project owners (the
LITTLE BY LITTLE
City of Paris and the SNCF) are finalising
INTO PUBLIC SPACES.” a programme to determine how the
Petite Ceinture will be developed. This
programme will, in particular, ensure that the uses are suited to the
different local stakeholders such as district administrations, associations
and the private sector, among others.” Xavier Horth, project manager
at SNCF Immobilier, explains.
The first stretch in the 13th district was inaugurated on January 23, 2016.
Other sections will be opened progressively since some places require
preliminary work to ensure public safety and accessibility during the
development of cultural, sporting, artistic and other activities.
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KNOW-HOW AND METHODOLOGY
A NEW LEISURE SPACE
KNOW-HOW AND METHODOLOGY
“We chose the title ‘futures’ with its connotation of projecting beyond
the present to describe SNCF Immobilier’s approach: setting up a
forwardlooking think tank based on the know-how of the SNCF Innovation
Research Department,” Alexia Rincé, Immo futures project manager
explains. To ensure that the right methodology is applied they have entered
into a partnership with the Ecole des Mines de Paris, a specialist in open
innovation labs. The objective is to completely change the attitude to real
estate in order to generate innovation.
A working group made up of one third members of the SNCF Group
specialised in different fields such as communication, transport, etc, and two
thirds from outside SNCF – property developers, researchers, industrialists,
meets once a month. Their mission is to think about the city of tomorrow,
understand basic trends and discover game changing innovations. Alexia
Rincé explains, “Each session opens with a presentation by an expert on an
unconventional vision of real estate and the urban environment to enable
the group to think outside the box. For example, will the type of business
we know today still have a place in the city of the future?”
“TO THINK ABOUT THE CITY OF TOMORROW,
UNDERSTAND BASIC TRENDS AND DISCOVER
GAME CHANGING INNOVATIONS“
Six sessions have been scheduled between January and June 2016.
The first one to take place focused on the social divide in cities and
possible ways to increase a sense of community. In the words of the project
manager, “Our idea is to take the results of our brainstorming and transform
them into urban projects that are adapted to tomorrow’s society.
This could take the form of urban farming, collective living spaces or flexible,
adaptable buildings. All of which will fuel current and future SNCF Immobilier
projects.”
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KNOW-HOW AND METHODOLOGY
PHILIPPE FOSSET
HR Manager at SNCF Immobilier
Launched in July 2015, the Real Estate Institute’s mission
is to develop SNCF Immobilier’s training courses and adapt
them to new needs.
WHY WAS THE REAL ESTATE INSTITUTE CREATED?
Philippe Fosset: The Real Estate Institute was created in July 2015 to
support the development of SNCF Immobilier. The first objective of the
Institute is to consolidate the various course offerings and make new
proposals in order to be in step with the reality on the ground. Above
all it focuses on developing the real estate skills of our collaborators.
With the arrival of new professions such as portfolio management and
energy transition advising, the Institute aims to assist them in acquiring
new skills. In short, our role is to help them to work better together and
meet the new demands of the real estate profession.
WHAT TYPES OF COURSES DO YOU OFFER?
Philippe Fosset: The portfolio managers are in direct contact with
clients. In the summer of 2015 we offered them a training course related
to their field which served as a test. Based on feedback we are currently
finetuning the course content. We have also offered ‘Dimension débat’
(a discussion management course) to help managers in their role as team
leaders. In 2015 we organised 65 training sessions (this represents 5,560
course hours) for 539 participants. Our objective for 2016 is for each of
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I N N O VAT I V E U R B A N D E V E L O P M E N T
INTERVIEW WITH
WHAT IS THE PLACE OF DIGITAL TECHNOLOGY
IN YOUR COURSE OFFERINGS?
Philippe Fosset: Digital technology will play an increasing role. We are
working on launching an LMS (Learning Management System) platform
between now and the end of 2016. It will be available on computer and
smartphone and will give access to MOOC or e-learning style modules.
Courses specific to each profession will be offered. Among other things,
digital technology will allow people to better prepare themselves for
face-to-face courses. The main points of the course will be provided
upstream leaving more time for discussion during the face-to-face
sessions. In partnership with the CNAM (Conservatoire National des Arts
et Métiers / National Conservatory of Arts and Crafts) we also plan to set
up a learning lab focusing on new learning methods, with the help of
researchers and taking advantage of the unconventional approach of
start-up creators. However we are aware that new technologies are just
tools – a means and not an end. We must concentrate on the digital
applications that are best suited to developing our colleagues’ skills. n
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KNOW-HOW AND METHODOLOGY
our colleagues to have taken one to three courses. I should point out
that we have just signed an agreement with Sciences Po (The Paris
Institute of Political Studies), in partnership with ICF Habitat, to set up a
real estate management course. This initiative addresses the fact that
while everyone has an overall view of the profession that view does not
always encompass the entire value chain: development, promotion,
valorisation, technical management and relations with institutions.
SNCF Immobilier is a player across the entire chain. We need colleagues
with a systemic approach. We will be offering three sessions between
2016 and 2017.
© Maquette Vincent Saulier architecte
KNOW-HOW AND METHODOLOGY
REINVENTING PARIS:
ICF HABITAT’S
WINNING
PROJECT
Mansions, public baths,
undeveloped land...
Make up a few of the 23 sites listed in a call for innovative urban projects,
named Réinventer Paris, issued by the city in November 2014.
The objective was to promote the development of new forms of living,
work and meeting places. At the outset 372 multidisciplinary teams applied,
75 reached the final selection phase and 22 were chosen. Among them a
group made up of ICF Habitat La Sablière, the Paris-Belleville School of
architecture, the ALJT which manages residences for young people between
18 and 32, an architect (Vincent Saulier) and an engineering company
selected undeveloped land on rue Piat (Paris 20th). The project to construct
a residence for architecture students will consist of self-contained
accommodation and numerous communal spaces. To plan this Serre habitée,
as the project is named, a working group was set up to gather the students’
opinions and allow the different stakeholders involved to create a vision of
a place that will be innovative in design and in the way it is managed and
run. The Serre habitée will evolve according to the changing needs of its
occupants, will be open to the neighbourhood, energy efficient, run
cooperatively and, as an experimental aspect, it will house an urban
agriculture laboratory. Martine Gillot, ICF Habitat La Sablière communication
manager, tells us, “This experiment is a source of both motivation and
inspiration for our teams as the innovative design process will be put into
practice on other projects.”
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© Jean-Pierre Porcher
KNOW-HOW AND METHODOLOGY
SAUSSURE-PONT CARDINET
NEIGHBOURHOOD:
SOCIAL MIX
IS THE NAME OF THE GAME
Offices, businesses, housing, public facilities and more:
the brand new Saussure-Pont Cardinet neighbourhood,
in the 18th district of Paris, is all this in one.
28
On one side, there are 5.5 acres and an approximately 65,000 sq. m.
SHON (surface hors oeuvre nette / net surface area) developed by
Espaces Ferroviaires, a subsidiary of SNCF Immobilier; on the other is
the Clichy-Batignolles sector, the urban development of which is
managed by the City of Paris. This immense area, planned for the
2012 Olympic Games, is now home to a new neighbourhood.
The two neighbourhoods are separated by the Saint-Lazare and PontCardinet Station railway tracks - part of the landscape and a constraint
for the new development. Another constraint was the site of the
future neighbourhood situated eight metres below the level of the
existing streets.
These constraints did not slow down the
preliminary studies which began in 2008. In
2015, all the lots except one – social housing
which will be finalised in 2017 - had been
handed over. The speed of delivery
was due to the innovative nature of the
project. “We chose to develop individual
lots rather than go through the ZAC
(zone d’aménagement concertée/mixed
development zone) process,” explains Régis
Leclercq, development operations manager
at Espaces Ferroviaires. “As both owner and
developer of the land, we were able to do
everything in parallel. We also worked with developers upstream. The
demolition of the SNCF IT centre building was swiftly followed by the
preparation of the site including cleanup, building new roads and
connecting to services. We didn’t waste any time.”
“AS BOTH OWNER
AND DEVELOPER
OF THE LAND,
WE WERE ABLE
TO DO EVERYTHING
IN PARALLEL…
WE DIDN’T WASTE
ANY TIME“
“This efficient process was accompanied by constant consultation with
the residents between 2008 and 2009. Several public meetings with local
residents were held where they gave their opinions on part of the
programme, such as the construction of public facilities (a middle school
and a gymnasium) by the City of Paris which purchased the land
required,” Régis Leclercq explains.
* Surface hors œuvre nette.
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KNOW-HOW AND METHODOLOGY
A GUIDED TOUR
COMFORT, SUSTAINABLE
DEVELOPMENT AND FLUIDITY
Besides the offices, ICF Habitat La Sablière built a 98 unit block of flats,
ten of which are special needs housing; and a day nursery. The goal was
housing with low energy consumption. The development includes 200
winter gardens that act as a thermal and sound buffer, resulting in a 25
to 30% saving on heating. The flats have double or triple exposure and
a heat recovery system from wastewater serves as a backup for hot water
heating. The development blends well with the urban landscape. “On
the Batignolles side they have taken more risks with architecture as they
were less constrained by the surrounding buildings. On our side we had
to blend in with the nearby Hausmannian buildings by compromising
between tradition and modernity with warm mineral materials which
reflect the old materials,” Régis Leclercq tells us.
“THE DEVELOPMENT INCLUDES 200 WINTER
GARDENS THAT ACT AS A THERMAL AND SOUND
BUFFER, RESULTING IN A 25 TO 30% SAVING
ON HEATING“
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KNOW-HOW AND METHODOLOGY
Two office buildings, named Rezo and Strato, were built alongside the
railway lines. “A considerable amount of preparatory work had to be
done on the railway, some under the authority of SNCF Réseau and
some, such as trench shoring, by the SCI (a non-trading property
company - 50% Espaces Ferroviaires and 50% Linkcity – created to carry
out the operation).The architecture of the buildings is particularly
innovative: one of them, because of its rounded shape, is reminiscent of
a stationary railway carriage, and the other of a moving train,” explains
Raffaella Cavallazzi, marketing manager at Espaces Ferroviaires.
* Surface hors œuvre nette.
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KNOW-HOW AND METHODOLOGY
The new neighbourhood counted on sustainable development to
reduce its carbon footprint and to maximise residents’ and occupants’
comfort through green spaces, sun exposure, environmentally friendly
transportation, etc. Espaces Ferroviaires has received ISO 14001
certification for the environmental management and sustainable
development systems they applied throughout the operation. The
buildings have also been awarded environmental certification. Strato
and Rezo have obtained double certification: HQE (high environmental
quality) and a Very Good BREEAM rating as well as BBC Effinergie
(French energy efficiency certification), attesting to the performance of
the buildings and the optimal comfort afforded to their occupants.
Eventually the Saussure-Pont Cardinet and Clichy-Batignolles
neighbourhoods will be connected by a road bridge and a footbridge,
combining mixed use with fluidity of movement.
© l’AUC - Luxigon
KNOW-HOW AND METHODOLOGY
CHAPELLE
INTERNATIONAL
Bounded by the Paris-Nord station railway lines, boulevard Ney
and the rue de la Chapelle, this 15 acre site in Paris’s 18th district
will soon be home to an entirely new neighbourhood.
The SNCF Logistics Centre that occupied it has been moved to make room for
a major development project starting in 2017, which will include a multi-modal
logistics facility, a warehouse for the reception of goods arriving by train and
their dispatch by lorry, blocks of flats, a daycare centre, a school, a gymnasium,
an amateur arts centre, a park and SOHOs (Small Offices/Home Offices). One
of the innovations of this urban development zone is that the housing will be
based on the SOHOs concept of combining work and living spaces in one unit.
This will be a unique development facilitating mixed use, with the juxtaposition
of urban, rail and logistical functions.
32
AND I’LL BLOW YOUR HOUSE DOWN
This venture could make the Three Little Pigs children’s story
seem like a downright lie. In this block of twelve flats in Le Mans,
wood has a place of honour – an advantage at every level.
The building, named “Les Ombres” after a protected species of
freshwater fish in the river that flows not far from the building, houses
twelve flats on four levels (ground floor and three storeys) and was
handed over on January 25, 2016: a great occasion! The property of
ICF Habitat Atlantique, the building stands out because of the extensive
use of wood in its construction. “It is the first multi-family building
constructed with a wood framework for ICF Habitat - a type of
construction that is still not common in France. This pilot project required
an innovative procedure because the challenge was not so much
building with wood, which we sometimes find in single family dwellings,
as it was building a several storeys high block of flats with that material,”
explains Fabien Gras, operations manager at ICF Habitat Atlantique. To
achieve this, the architect designed the framework of the building’s walls
and floors in wood. The walls are 40 to 50 centimetres thick since they
are made up of several types of insulation, one of which is wood wool,
a rain barrier and a vapour barrier. “A building is vulnerable to the
vagaries of the wind, which blows from all directions. To ensure the
stability of the building, concrete slabs and toppings were combined
with the wood flooring. Different species of wood were used for the
woodwork, insulation, cladding and the stairs. Wood is a natural
renewable resource and has the added advantage that the carbon
dioxide accumulated during the trees’ lifetime is stored in the building,”
Fabien Gras points out.
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I N N O VAT I V E U R B A N D E V E L O P M E N T
KNOW-HOW AND METHODOLOGY
I’LL HUFF AND I’LL PUFF
This project, which presented serious technical challenges, required a
very detailed book of specifications in order to ensure airtightness and
sound insulation. Fabien Gras explains that when the building is in use,
it will have the following characteristics: “It will ensure the comfort of the
occupants in both summer and winter due to the use of mixed wood/
concrete floors; the components of the building will age at the same rate
because largely the same type of material was used. Hot water and
central heating will be provided by using wood as an inexpensive,
renewable energy source in a highly efficient wood furnace.” This high
environmental quality approach reflects the owners’ aim for the project
to be awarded Qualitel BBC Effinergie and Habitat & Environnement
certification, which, when the project was launched in 2010, did not have
a quality standard for wood.
Design, use... demolition: ICF Habitat Atlantique has also foreseen the
future disappearance of its building since wood is a noble, biodegradable
material. But this is in the distant future. To return to the present, a similar
project is being launched – twenty public housing flats in Saint-Pierredes-Corps – with delivery planned for July 2017. This project will take
into account feedback from the “Les Ombres” block of flats. Some
elements, such as the insulation system materials or the prefabrication
of wood components, have been rationalised - resulting in cost reduction
and easier installation.
“TO BE AWARDED QUALITEL BBC EFFINERGIE
AND HABITAT & ENVIRONNEMENT
CERTIFICATION“
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KNOW-HOW AND METHODOLOGY
DESIGN, USE, DEMOLITION
BEFORE
THE FULTON BLOCK:
AN ARTISTIC
INNOVATION
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AN ARTISTIC INNOVATION
I N N O VAT I V E U R B A N D E V E L O P M E N T
© Ivan Mathie 2011
AN ARTISTIC INNOVATION
© Ivan Mathie 2011
36
The Fulton block of flats in the 18th district of Paris,
built in the 1950s, was made up of 133 flats. Following
consultation with the occupants and the different parties
involved – local authorities, developer, etc. – an urban renewal
operation was launched in 2010. The project consisted of
demolishing the existing buildings, developing the area
to build business premises and 320 flats and public facilities.
The occupants of the first phase buildings were rehoused
nearby while waiting to move into the new flats that will be
ready at the end of 2016.
All the occupants were involved in each stage of the process,
as members of the competition jury, writing a rehousing
charter setting out the landlord’s commitments, and, aided
by actors, artists and authors, participating in a project to help
them remember and honour their life in the building
and to view the future with equanimity.
They also had a front row seat
when one of the buildings was
taken over by 108 street artists
with an unusual group exhibition
that extended the process of
involving the occupants before
the tower disappeared.
AN ARTISTIC INNOVATION
MEHDI
BEN CHEICK
Manager of Galerie Itinerrance
Mehdi ben Cheick, previously a visual arts teacher and now
manager of a gallery in Paris specialised in street art, was behind
the cultural event that marked the end of 2013: the Tour Paris 13.
He recalls how the project came into being and its effect.
HOW DID THE TOUR 13 IDEA COME INTO BEING?
Mehdi ben Cheick: I wanted a daring, temporary artistic project and had
the idea of taking over the wall of a building that was going to be
demolished so as to have more artistic freedom. I contacted Paris
property owners and only ICF La Sablière replied, offering me a nine
storey social housing building on rue Fulton. I was immediately
enthusiastic as its situation beside the Seine made it particularly visible.
I started painting a giant orange bubble on one of its outside walls and,
as I was painting, I realised that, as the occupants were leaving the flats
little by little, I also – absolutely – had to take over the interior. With the
support of the 13th district town hall, a stakeholder in the project, I made
a request to ICF which approved it.
HOW DID THE PROJECT TAKE SHAPE?
Mehdi ben Cheick: I have been a gallery owner for 12 years; I know a lot
of artists and it wasn’t difficult to convince them. There were 108 of them
in the end, representing 18 different nationalities. They worked without
pay for seven months; each of them was assigned a room in one of the
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I N N O VAT I V E U R B A N D E V E L O P M E N T
3 QUESTIONS FOR
HOW WAS THE EXHIBITION RECEIVED?
Mehdi ben Cheick: We were all surprised by the unbelievable reception.
We counted 30,000 visitors in a month, an average of 1,000 per day.
Some of them queued for 13 hours. We credit the success of the project
to its concept and originality. Entrance to the
“ENTRANCE TO
exhibition was completely free, there was no
commercialisation because nothing was for
THE EXHIBITION
sale and nothing could be recovered as
WAS COMPLETELY F
everything was going to be destroyed a
month later. So it wasn’t an exhibition in the
REE, THERE WAS NO
classical sense of the word but a once-in-aCOMMERCIALISATION… lifetime experience of entering into a
different work in each room. Then, as an
NOTHING WAS FOR
integral part of the project, we filmed the
SALE … EVERYTHING
demolition and put it on the Internet because
whenever a wall was demolished a new work
WAS GOING
appeared. I got the idea of the Tour Paris 13
TO BE DESTROYED
from Gordon Mata-Clark, an American artist
who took over buildings that were being
A MONTH LATER“
demolished. For me it was the one and only
experience of this kind in spite of numerous requests from landlords. I’m
not interested in doing the same thing somewhere else.
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I N N O VAT I V E U R B A N D E V E L O P M E N T
AN ARTISTIC INNOVATION
36 flats in the building. The idea was that this exhibition, open to all for
a month in October 2013, would allow the demolition of the building,
planned for April 2014, not to go unnoticed. The project was approved
by the owner because it had absolutely no impact on their schedule. Just
before the exhibition, all the occupants had not yet moved out and when
they did we could take over their flats. In addition, we organised art
workshops with the occupants who were the first and last people to visit
the exhibition. This made for an interesting partnership; all the more so
as the artists created memories. They sometimes used things left behind
by the old occupants: a wooden bicycle, a stuffed toy, a bookcase. They
played the role of archaeologist. This relationship with the occupants
was good also because the entire operation was carried out very
considerately: the landlord had undertaken to give them priority for
rehousing in the new buildings at the same rent. There were positive
vibes in the building which was important for me and the artists.
WHILE
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AN ARTISTIC INNOVATION
I N N O VAT I V E U R B A N D E V E L O P M E N T
AN ARTISTIC INNOVATION
David Walker (United Kingdom) © Anne Dhoquois
Jimmy C (Australia) © Anne Dhoquois
Etnik (Italy) © Ivan Mathie
40
JB Rock (Italy) © Ivan Mathie
Money-Less (Italy) © Anne Dhoquois
JB Rock & Orticanoodles (Italy) © Ivan Mathie
I N N O VAT I V E U R B A N D E V E L O P M E N T
AN ARTISTIC INNOVATION
Bom.K & Liliwenn (France) © Ivan Mathie
Flip (Brasil) © Anne Dhoquois
C215 (France) © Anne Dhoquois
41
Jimmy C (Australia) © Anne Dhoquois
Sambre (France) © Ivan Mathie
Hogre (Italy) © Ivan Mathie
AN ARTISTIC INNOVATION
AFTER
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© Eric Baudet
AN ARTISTIC INNOVATION
THE EPHEMERAL
AT THE SERVICE OF URBAN
TRANSFORMATION
SNCF Immobilier has decided to revisit some of its properties
through cultural and artistic projects: a novel approach in step
with the transformation of cities.
43
© Lionel Boulanger
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AN ARTISTIC INNOVATION
Railway lines, workshops, warehouses, old stations, offices: so many
sites, for the most part situated in the heart or on the edge of our cities,
which have been part of the fabric of the urban landscape for over a
century. Some have been abandoned, others are being developed. They
can all be home for an evening, a few days, or several months to a
cultural, gastronomic or recreational event. The objective of the Appel
à Manifestation d’Intérêt (AMI) (a call for expression of interest) launched
in May 2015 by SNCF Immobilier was to approach city stakeholders –
artists, collectives, associations, cultural development businesses, etc.
and offer them the opportunity to take over these places and give free
rein to their imagination. “There were no terms and conditions, just a
blank page for interested cultural and artistic event organisers to fill.
They each had to position themselves in a particular venue – 16 sites
were proposed – and present a quality project that was technically viable
and financially supported by public or private partners. Finally, the
project had to be open to all. Our objective with this novel experiment
is to transform these sites, that were part of the railway yesterday,
into new enclaves in the urban landscape,” Caroline de Jessey,
SNCF Immobilier Communications Department director, tells us.
A committee composed of people from outside and within the Group
provided an added dimension to the view of life in the city. It announced
its decision on January 5, 2016. Of the 81 proposals received, 14 projects
for six* sites were selected (one site could host several projects) including
live performances, fun events, multidisciplinary urban concepts and
artistic creations.
The first project will be
developed on the Faubourg
Saint-Martin site in spring
2016 by a company that,
for five months, will transform it into a third place
featuring upcycling and
‘Case’ design. “Temporary
occupation of the sites will
allow us to create new uses
for them and thus maximise their possibilities. This will make it easier to
transform them or, if they are to disappear, to mourn them. It is an approach
that encourages the co-construction of future urban projects,” Caroline
de Jessey states. Ground Control, the name given to the La Chapelle
depot (Paris 18th) when it was opened to the public for a few months in
2015, is a perfect example (see Ordener Project). Given its success the
operation will be repeated in a different form in 2016.
“OUR OBJECTIVE WITH THIS NOVEL EXPERIMENT
IS TO TRANSFORM THESE SITES, THAT WERE PART
OF THE RAILWAY YESTERDAY, INTO NEW
ENCLAVES IN THE URBAN LANDSCAPE.”
*The Rail Cathedrals (Saint-Denis), la Halle Dubois (Paris 18th), The Les Mines Building (Paris 18th), The
Faubourg Saint-Martin site (Paris 10th), The Pyrénées Garden (Paris 20th) and the Otterswiller Viaduct.
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AN ARTISTIC INNOVATION
14 PROJECTS SELECTED
SNCF Réseau
(management and engineering
of the French railway network)
Illustration : Vianney Chupin/SNCF
SNCF is one of the world’s
leading groups in passenger
transport and goods logistics
with a projected
turnover of 32 billion euros
for 2015; 30% of which is
from international business.
With extensive expertise in
railway networks and
transportation services in
France, the Group employs
over 240,000 people in
120 countries. Its objective is
to set the world standard for
excellence in services,
transportation and logistics.
SNCF has
5 business lines:
SNCF Voyageurs
(regional and intercity passenger
transport, Transilien – suburban rail
service –, TGV – high-speed train
service – in France and Europe,
management and development
of stations)
Illustration : AREP/SNCF
Keolis
(a major player in public transport
for passengers in Europe and
throughout the world)
Illustration : AREP/SNCF
SNCF Logistics
(goods transportation and
logistics)
Illustration : AREP/SNCF
and SNCF Immobilier
(management and optimisation of
properties and land holdings)
Illustration : AREP/SNCF
SNCF IMMOBILIER
ONE OF THE FIVE MAIN BUSINESSES OF SNCF
SNCF Immobilier has three missions:
managing and optimising the Group’s
industrial properties; through its subsidiary,
Espaces Ferroviaires, developing land and
buildings that cannot be used by the rail system;
Photo : Maxime Huriez/SNCF
Over
600
employees
(plus 1,965 ICF Habitat
employees)
12 million square metres
of industrial and
service buildings*
and, with its subsidiary, ICF Habitat, managing
some 100,000 residential properties, 90% of
which are social housing. SNCF has 7 regional
real estate departments that work with local
players throughout France.
20 000
acres of land holdings*
including 7,425 acres
ready to be urbanised
100 000
social and market price
rental housing units
*excluding ICF Habitat
WWW.SNCF.COM / WWW.PRESSE-SNCF-IMMOBILIER.FR
PUBLISHER Les Ateliers Henry Dougier / TEXTS Anne Dhoquois, TRANSLATED FROM THE FRENCH BY Margaret Wilson Fuller /
Layout Vianney Chupin / ATELIERSHENRYDOUGIER.COM

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